Omar Solinger
Biographic Data
| ID | 6541445 |
|---|---|
| NAME | Omar Solinger |
| GIVEN NAMES | Omar |
| FAMILY NAME | Solinger |
| SIGNATURE | SOLINGER O |
| AFFILIATIONS | Vrije Universiteit Amsterdam |
| ORCID | 0000-0003-4240-2625 |
| VERIFIED | Yes |
| TOTAL WORKS | 7 |
| TOTAL CITATIONS | 14 |
| AUTHOR COUNT | 7 |
| EDITOR COUNT | 0 |
| FIRST PUBLICATION YEAR | 2008 |
| LATEST PUBLICATION YEAR | 2024 |
| H-INDEX | 3 |
How Employees Experience Digital Transformation
The capacity to deal with digital transformation is a valuable asset for established organizations, and employees play a crucial role in this process. This study contributes to the understanding of employees’ sensemaking of digital transformation in the tour operating industry. Using prior digital transformation research, construal-level theory (CLT), and dynamic change perspectives, our scholarly work focuses on the complexities of organizationa…
Change in unit‐level job attitudes following strategic interventions
The present meta‐analysis tests how cost‐ and people‐oriented strategic interventions impact temporal‐dynamic changes in unit‐level job attitudes within organizations. Analyses are based on 573 effect sizes across 137 longitudinal studies containing unit‐level change in job attitudes across three time periods (pre‐change, during change, and post‐change). Results reveal that unit‐level job attitudes (a) decline during cost‐oriented changes (e.g., …
Understanding dynamic change in perceptions of person–environment fit
The longstanding assumption in person–environment (PE) fit research is that perceived fit embodies the subjectively experienced match between personal and environmental attributes and hence triggers affect and behavior (i.e., normal causation perspective). This argument is however increasingly debated, with some scholars suggesting that the causal flow may also run from affect and behavior to perceived fit (i.e., reverse causation perspective), a…
Capturing the dynamics of leader–follower interactions
Despite being based on the premise of a dynamic interpersonal process, studies on leader–member exchange theory often fail to acknowledge its dyadic and dynamic nature. We discuss how the interpersonal affect dynamics literature—and particularly its focus on the emergence of relationship patterns—may advance research on leader–follower interactions
Which factors make the difference for explaining growth in newcomer organizational commitment? A latent growth modeling approach
Previous studies on newcomer socialization have evidenced quite consistently that newcomers' affective commitment tends to decline in the first years of employment. In this paper, we attempt to explain why a minority of Brazilian newcomers in a governmental organization ( N = 194) display growth in commitment (33 per cent) in the first 3 years of employment, despite the fact that the odds are clearly in favor of decline (62 per cent). We reasoned…
Bouncing back from psychological contract breach
The post‐violation model of the psychological contract outlines four ways in which a psychological contract may be resolved after breach (i.e., psychological contract thriving, reactivation, impairment, and dissolution). To explore the implications of this model for post‐breach restoration of organizational commitment, we recorded dynamic patterns of organizational commitment across a fine‐grained longitudinal design in a sample of young academic…
Beyond the three-component model of organizational commitment.
This article offers a conceptual critique of the three-component model (TCM) of organizational commitment (Allen & Meyer, 1990) and proposes a reconceptualization based on standard attitude theory. The authors use the attitude-behavior model by Eagly and Chaiken (1993) to demonstrate that the TCM combines fundamentally different attitudinal phenomena. They argue that general organizational commitment can best be understood as an attitude regardin…
Understanding dynamic change in perceptions of person–environment fit
The longstanding assumption in person–environment (PE) fit research is that perceived fit embodies the subjectively experienced match between personal and environmental attributes and hence triggers affect and behavior (i.e., normal causation perspective). This argument is however increasingly debated, with some scholars suggesting that the causal flow may also run from affect and behavior to perceived fit (i.e., reverse causation perspective), a…
Which factors make the difference for explaining growth in newcomer organizational commitment? A latent growth modeling approach
Previous studies on newcomer socialization have evidenced quite consistently that newcomers' affective commitment tends to decline in the first years of employment. In this paper, we attempt to explain why a minority of Brazilian newcomers in a governmental organization ( N = 194) display growth in commitment (33 per cent) in the first 3 years of employment, despite the fact that the odds are clearly in favor of decline (62 per cent). We reasoned…
Capturing the dynamics of leader–follower interactions
Despite being based on the premise of a dynamic interpersonal process, studies on leader–member exchange theory often fail to acknowledge its dyadic and dynamic nature. We discuss how the interpersonal affect dynamics literature—and particularly its focus on the emergence of relationship patterns—may advance research on leader–follower interactions
Bouncing back from psychological contract breach
The post‐violation model of the psychological contract outlines four ways in which a psychological contract may be resolved after breach (i.e., psychological contract thriving, reactivation, impairment, and dissolution). To explore the implications of this model for post‐breach restoration of organizational commitment, we recorded dynamic patterns of organizational commitment across a fine‐grained longitudinal design in a sample of young academic…
Beyond the three-component model of organizational commitment.
This article offers a conceptual critique of the three-component model (TCM) of organizational commitment (Allen & Meyer, 1990) and proposes a reconceptualization based on standard attitude theory. The authors use the attitude-behavior model by Eagly and Chaiken (1993) to demonstrate that the TCM combines fundamentally different attitudinal phenomena. They argue that general organizational commitment can best be understood as an attitude regardin…
Bouncing back from psychological contract breach
The post‐violation model of the psychological contract outlines four ways in which a psychological contract may be resolved after breach (i.e., psychological contract thriving, reactivation, impairment, and dissolution). To explore the implications of this model for post‐breach restoration of organizational commitment, we recorded dynamic patterns of organizational commitment across a fine‐grained longitudinal design in a sample of young academic…
Which factors make the difference for explaining growth in newcomer organizational commitment? A latent growth modeling approach
Previous studies on newcomer socialization have evidenced quite consistently that newcomers' affective commitment tends to decline in the first years of employment. In this paper, we attempt to explain why a minority of Brazilian newcomers in a governmental organization ( N = 194) display growth in commitment (33 per cent) in the first 3 years of employment, despite the fact that the odds are clearly in favor of decline (62 per cent). We reasoned…
Understanding dynamic change in perceptions of person–environment fit
The longstanding assumption in person–environment (PE) fit research is that perceived fit embodies the subjectively experienced match between personal and environmental attributes and hence triggers affect and behavior (i.e., normal causation perspective). This argument is however increasingly debated, with some scholars suggesting that the causal flow may also run from affect and behavior to perceived fit (i.e., reverse causation perspective), a…
Capturing the dynamics of leader–follower interactions
Despite being based on the premise of a dynamic interpersonal process, studies on leader–member exchange theory often fail to acknowledge its dyadic and dynamic nature. We discuss how the interpersonal affect dynamics literature—and particularly its focus on the emergence of relationship patterns—may advance research on leader–follower interactions
Change in unit‐level job attitudes following strategic interventions
The present meta‐analysis tests how cost‐ and people‐oriented strategic interventions impact temporal‐dynamic changes in unit‐level job attitudes within organizations. Analyses are based on 573 effect sizes across 137 longitudinal studies containing unit‐level change in job attitudes across three time periods (pre‐change, during change, and post‐change). Results reveal that unit‐level job attitudes (a) decline during cost‐oriented changes (e.g., …
How Employees Experience Digital Transformation
The capacity to deal with digital transformation is a valuable asset for established organizations, and employees play a crucial role in this process. This study contributes to the understanding of employees’ sensemaking of digital transformation in the tour operating industry. Using prior digital transformation research, construal-level theory (CLT), and dynamic change perspectives, our scholarly work focuses on the complexities of organizationa…
Psychology (6 works) · Social Psychology (6 works) · Computer Science (5 works) · Job Satisfaction and Organizational Behavior (5 works) · Social Psychology (5 works) · Epistemology (3 works) · Organizational commitment (3 works) · Affect (linguistics (2 works) · Affective events theory (2 works) · Attachment and Relationship Dynamics (2 works)